Management of Organizational Change: Leveraging Transformation

Front Cover
SAGE Publications India, Apr 5, 2006 - Business & Economics - 368 pages
Organizational Change is a complex yet essential process for growth and development in business. The second edition of this insightful book examines the nature of this critical process in the light of the rapid changes in the business environment and intense global competition.

The author revisits fundamental concepts, as well as presents new ideas, activities, and processes associated with how to plan, implement and manage effective transformational change. The book highlights:

- The nature and process of transformational change and the paradigms basic to the change process
- The basic concepts and strategic leverages of change
- The need for and ways of aligning current tasks, systems, processes, and culture with organizational goals
- The support systems required for change and the need to develop and maintain these systems
- Ways of tuning organizations for change
- Managing change through people by optimizing individual and group efforts

Supported by numerous case studies and written in a lucid and reader-friendly style, this book will be a definitive guide for students, scholars, and practitioners.
 

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Contents

List of Tables
Preface to the First Edition
ONE UNDERSTANDING CHANGE
Forces of Change
Types of Change
Models of Organizational Change
TWO ORGANIZATIONAL VISION AND STRATEGIC PLANNING
Basic Paradigms to Realize Vision Strategy
FOUR STRATEGIC LEVERAGES TO CHANGE
Strategies
Processoriented Strategies
Competitor and Customeroriented Strategies
ORGANIZATIONAL CULTURE
Organizational Mental Modes and Managing Change
SIX MANAGING CHANGE THROUGH PEOPLE
The Three Rs of Management

THREE MANAGING CHANGE
Transformation Planning
Creating the Support Systems
Managing the Transition
Results Management
Overcoming Organizational Resistance to Change
References
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